Enterprise-grade profit visibility and decisioning infrastructure for direct-to-consumer brands.
Most direct-to-consumer brands track profit on a spreadsheet, if at all. They know revenue from their storefront, maybe costs from a bank statement, but the gap between "we sold out" and "we actually made money" is a black hole. I built a financial operating system that gives brand operators real-time visibility into every dollar — where it comes from, where it leaks, and what to fix before committing capital to the next drop.
The brand sold out their drop completely — 200 units, 100% sell-through. By every vanity metric, it was a win. But when I audited the actual P&L, the picture was different: $12,000 in revenue, $9,000 in costs, leaving just $3,000 in profit. A 25% margin on a sold-out drop is a sign that costs are out of control, not that the business is healthy.
I went through every invoice, receipt, and storefront transaction from the drop. The goal was to categorize every dollar and find where costs were inflated relative to industry benchmarks and available alternatives.
| Category | Actual | Optimized | Savings |
|---|---|---|---|
| Blanks / core product cost | $2,500 | $2,500 | $0 |
| Printing / decoration | $1,800 | $1,300 | $500 |
| Freight (airway) | $1,000 | $250 | $750 |
| Packaging & fulfillment | $800 | $800 | $0 |
| Marketing | $700 | $700 | $0 |
| Rush shipping | $500 | $0 | $500 |
| Samples & giveaways | $1,200 | $1,200 | $0 |
| Platform & misc fees | $500 | $500 | $0 |
| Total | $9,000 | $7,250 | $1,750 |
I designed and built five interconnected modules that give a brand operator complete financial visibility and forward-looking intelligence for every drop — turning unit economics into a leadership tool rather than a post-mortem.
The platform shipped and is actively used for drop planning. The brand operator can now see the impact of every pricing and cost decision before committing capital to a production run, not after the drop is over. A 1.7× profit multiplier, zero new customers needed.